When you get two people together that speak no common languages, communication is difficult. Sometimes, recognition of the miscommunication happens quickly. One person tries (in their own language) to ask if the other person understands what they are saying. In the opposite direction, the same question (in the second person’s language) follows sincerely puzzled looks from both people.

What happens next?

You probably have been in these situations when seemingly the only resort is to use sign language. Our hands start waving and fingers start pointing. Occasionally, accompanying the gestures, we speak slower and louder as if that makes the language clearer. Through the pantomime, amazingly, we often get enough information to take our next step. Inefficient and fraught with negative possibilities, nevertheless it sometimes works.

How valuable would a translator be at those times?

Pretty valuable, because their expert services would significantly reduce the risk of misunderstanding. Both parties would walk away more confident that they have been understood. Whatever the next steps, they would not be left hanging with a question of whether or not they had made the best choice based on the clearest information (something that a good translation could have easily provided).

Business communications and its issues are not much different.

Every business has specialists with their own expertise and lingo. This is natural and presents no problem. No problem, that is, until communication is attempted across group boundaries. This, of course, is fundamentally necessary and tried many times each day. Yet, without good translators or people that are “multi-lingual”, many easily resolved communication gaps occur.

For example, finance does not speak or think the same way as marketing. Marketing has an entirely different vocabulary than engineering. Engineering uses terms and concepts differently from project management. Project management often has great difficulty in deciphering the business strategist’s ideas. Despite their differences, the fact that they are all in the same company and tied to its fate means that they must exchange information successfully. Otherwise, the possibility of failure increases for everyone.

There is much to cover on “business translations.” Let just start with explaining the strategist’s “language.” Here are 10 hints that may help you. Notice what they say and what it may mean to the rest of us. There are always questions to ask to get clarifications and avoid misunderstandings.

We are working on a plan. No, they are not. At least not the way most people understand. Their “plan” is something longer term and far larger than what most consider a plan. Try asking them how much of their plan will complete in the next 12 months.

We have a strategy. The key word is “we” and they are not (yet) including you. It usually means that something was put together for review. There is no operational buy-in but maybe you will agree to the strategy (sight unseen). Ask them about the review and approval process.

Everyone knows our strategy. Again, this means that few people know the strategy but that a communications campaign is probably planned. Ask what actual changes have occurred based on the strategy.

Our strategy is well established. This probably means that there have been no official changes to what was done last year. This could signal a successfully focused strategy or a stale strategy process. Ask what measures indicate success and what would cause a strategy change to occur.

Top management sets our strategy. Maybe this is true. If so, it signals a discounting of emergent strategy ideas from within the organization. Ask how management keeps aware of all significant issues and how the strategists consider ideas from within the organization.

Our strategy is clear. This means that you are supposed to understand the strategist’s strategy. It is possible that you are expected to conform (now!) to the new strategy direction. Test the clarity by asking for a succinct explanation (distrust long or incomprehensible ones) of the strategy.

We have the winning strategy. This means that someone has approved the strategy and the organizational selling process has begun. It may mean that financial results confirm the strategy and requisite investments are approved. In competitive markets (most of them), ask how results compare to the competitors’ results.

We need your help. This could be humility. On the other hand, it simply could be a sly way to involve you to help sell the strategy-making results. Ask why your assistance is needed and how it might affect the substance of the strategy.

We have a good strategy. This is a powerful statement if it means that the strategy is measured against competitors’ strategies. It signals a metered assessment of the strategy without outlandish or unsubstantiated claims. Ask what competitors are doing differently to be successful.

Please invite us the meeting. Ah, the strategist often loses control of the strategy when it transitions to execution. This statement signals their hope to continue involvement and influence. Ask what value that they will bring to the execution process.

Decoding, translating and understanding are fundamental communication skills. Missing the meaning does not help either party in the conversation. Learning basic tips and clarifying questions helps avoid the pitfalls often encountered by two people speaking different languages.

Do these examples make sense in your experience? Are there other common translations that I have missed for strategists?